AD ALTA: Journal Of Interdisciplinary Research (05/02)

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AD ALTA: Journal Of Interdisciplinary Research (05/02)
JOURNAL OF INTERDISCIPLINARY RESEARCH
AD ALTA
CURRENT CONCEPTS OF MANAGING THE COLLEGE
a
SEWERYN CICHOŃ
Performance budget is a three-year consolidated plan which
includes state budget units expenses, state special purpose funds
and state legal persons, referred in article 4 act 1 section 12 of 30
June 2005 about public finances drawn up in the system parts,
tasks and subtasks.
Czestochowa University of Technology, Dąbrowskiego 69,
Częstochowa, Poland
Email: a [email protected]
_____________________________________________________
The main goals of performance budgeting includes: 6
Abstract: Introducing to the subject matter the college concerning functioning is a
purpose of the present article in the context of current concepts of managing the
educational establishment. The text aims to show that the university as a public or
non-public organization has a well-established social position. Provides education
students, dynamically evolving, is oriented on the environment. The main purpose of a
university education is available to all. In directing this specific educational institution
use of different management models. The most up to date, according to the author,
have been described, all of these concepts are to encourage employees to be more
intensive and effective work.
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Key words: university management concepts, the functioning of higher education,
education generally, university employees, effective work.
Minister of Science and Higher Education has the power over
financial means for education according to law act from 30 of
April 2010. 7
_____________________________________________________
1 Introduction
Managing trough motivation is totality of actions and decisions
taken by every manager to encourage workers to work harder,
challenging him to put in an maximal effort in completing his
tasks, contributing to results and development of the
organization. 8
Taking into consideration aim of the college, her mission, vision
it is possible to define them as the future state of affairs or of
process planned by the perpetrator, and in such field like
education also a state of the man or the group which is supposed
to be produced or kept for in order to meet the needs of people. 1
Each college taking a specific purpose or purposes shall be
guided by the current management concepts that will help in
its/their implementation. The same management (according to
the Encyclopedia Quick Reference) is discussed in terms of a
normative act issued pursuant to and in order to comply with the
law by the executive authority. 2To the university authorities, in a
series of activities organized include such activities as:
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Planning actions with help of notions and it's control with the
help on will are the base for motivation, characteristic for a
grown man, who has a professional, caring and social roles in
organized society. 9
Managing of a university in aspect of staff motivating may have
many aspects. They can be considered in categories of:
establishing tasks and plans;
getting stores;
instructing, the coordination;
permanent supervision of the work of subordinates;
control of the execution of tasks and plans.
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2 Concepts of managing the college
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Activity of academy is based on providing certain financial
means. Government funds economic subsidies which are getting
to public academies; the objective of economic subsidies is
funding tasks connected with "training full-time students, the
participants of doctoral studies, research staff and maintaining
the university, including the renovation". 3
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The concept of budgeting is connected with budgetary policy
whose mission is to use public revenue and expenditure for the
implementation of the tasks facing the country. Therefore, state
decides about size of the budget allocated to higher education
and its functioning. It should be pointed out, that government
budget includes: 5
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appreciation (Rector's award, diploma, public praise,
financial award);
meeting of the lecturers, managing staff with satisfied
students;
promotion (getting new degrees, self-realization, building
individual carrier path, conferences, respect in both work
and outside of work environment, opportunity to develop);
partnership in management of university, delegating
independent tasks, influence on politics of the university,
need of power, identification with the university, loyalty
towards university, need to take the risk and stay active;
salary level, additional benefits, work itself, independence
in work, work atmosphere, work evaluation.
With a view on motivational factors to students, we can outline
the following:
First thing, budget is an activity plan and defines the structure of
expenses, approve the funding of individual actions. After
approval, budget becomes control factor which appraise the
regularity of operations from the point of view of their financial
order and compliance with the plan. 4
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ensuring more effective implementation of public tasks;
ensuring greater effectiveness of public tasks;
increasing the efficiency of public spending, improve the
transparency of public finances
and to provide citizens
and parliamentarians more readable information on the
measures taken and their costs.
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incomes and state burden for a period of one year;
presentation of the action plan, where financial objectives
are submitted as financial targets;
set of tools for specific tasks of a state.
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T. Komorowski, Prawo oświatowe w praktyce, Wyd. Empi, Poznań 2003, s. 43
M Karolczuk-Kędzierska (red.), Encyklopedia podręczna, Kraków 2002, s. 1074
Ustawa Prawo o szkolnictwie wyższym, art. 94
4
W. Goriszowski, Współczesne koncepcje s zarządzania i funkcji kierowniczych w
oświacie, Wydawnictwo Wyższej Szkoły Pedagogicznej Towarzystwa Wiedzy
Powszechnej, Warszawa 2000, s. 36
5
G. Świderska, Rachunek kosztów i rachunkowość zarządcza, wyd. Stowarzyszenie
Księgowych w Polsce, s. 226-231
scholarships, graduation act, which is a ticket to get
satisfying job, will to get education, possibility to obtain a
well paid job, perspective to pursue a carrier in education,
broadening the horizons, getting to know interesting are of
knowledge;
keeping job, acquiring higher social status, promotion, well
paid job, professional independence;
trending study courses, rich history and traditions of a
university, attractive fields of study, culture of the
organization, highly qualified educational staff, very good
contacts with both national and international universities,
institutions, enterprises, possibility to have internship in
particular field;
content of study related with future occupation, topic of
classes meets expectations, development of analytic
thinking, classes that help to improve knowledge in area
1
2
6
Ustawa z dnia 30 czerwca 2005r. o finansach publicznych, Dz. U. nr 249, poz. 2104
z zmianami, art. 4.
7
Ustawa z dnia 30 kwietnia 2010r. o zasadach finansowania nauki, Dz. U. nr 96, poz.
615.
8
B. Kaczmarek, Cz. Sikorski, Podstawy zarządzania, PWN, Warszawa 1997, s. 45
9
W. Pomykało(red. nauk.), Encyklopedia pedagogiczna, Fundacja Innowacja,
Warszawa 1993, s. 386
3
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JOURNAL OF INTERDISCIPLINARY RESEARCH
AD ALTA

that students take interest to, opportunity to participate in
student organizations.
It is stated, that motivational factors are important to both
students and staff. They should be one of the priorities of
effectively run university.
In the management technique by goals the principle of liability
for errors, deviations and all kinds of shortcomings in the
implementation of the objectives are strictly adhered, which
causes the minimization of this kind of cases. The appraisal of
efficiency of the management and work of employees are the
base of payment policy in connection with results which were
gained by organization and tool to improve governing. 10
Realization six main strategic goals in academic management in
Poland is intended to contribute in drawing near sector of tertiary
education to European standards.
3 Summary
From experienced a dozen or so last years in Poland deep
transformations are occurring in all areas of the social life which
still are transforming the face of the Polish society. Economic
and social political transformations set their stamp in the sphere
of the widely understood education (also at colleges). 14
Management through goals is not a simply process, is not easy to
implement. But view about advantages of management
mechanism for setting objectives, appraisal and integration
personal goals with organizations becomes more common. The
Programs of management by objectives has gained common
acceptation, but they still demand volume of time and energy. 11
The best argument for higher education is a common good. In
the end, everyone has an interest in ensuring that education was
at a high level. Education is a matter of all citizens. The quality
of education is directly related to the level of people's lives:
employers, citizens. A strong education system is the foundation
of civil society, prosperous and democratic. 15
“The main goal of the tertiary education in Poland is
contribution in quality of life improvement by creating,
boarding and popularizing knowledge, training skills to use it for
personal and general benefit and influence for raising quality of
public service. The main goal of the tertiary education is also
creative connection between academic environment with global
academic community and intellectual community and also with
domestic and foreign companies and public institutions. The
achievements of polish scholars should have positive influence
on image of Poland in the world. Academies should has impact
on breaking barriers and ethnic prejudice, building positive
relations between people with other nationality, religion and
views.” 12
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There under, seeking to realization following strategical goals in
academic management in Poland in prospective to 2020: 13
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“accountability and clarity”, the basic demand in Europe
towards autonomic academies is their spending means
accountability which are come from country, sponsors and
students and also clarify of management and other
activities of academy; accountability provides effective
using of means and clarify gives stakeholders full insight in
working of academy, who can make decision based on it
(financial support, to make decision to study etc.)
The efficiency of higher education can be assessed in
relation to the three types of educational standards, namely:
of standard software;
of standard of achievements of students (of effects of the
education);
of standard of required qualifications of university teachers,
the organization of classes, the base of the material college,
i.e. the standard of required conditions. 16
Only conditioning supporting the college (financial,
incentive, of management informed for the purposes of the
organization) created both by her alone as well as a
development and proper functioning can cause surroundings
for her.
‘’variety’’, increased diversification of the institution of
tertiary education, in which academies will have different
educational and research missions, is main condition of the
conversion of education and science research quality;
“openness”, academies should open themselves on their
social environment, keep partnership relation and get
signals from environment; Make tertiary education
common currency was the first step to wider opening
college on social environment, but further actions are
needed;
“mobility”, preparation of students to function in global
society and science research development demand
significant augmentation of the scientific and educational
cadre and students; mobility is not understood in only
geographical sense, equally important is institutional
mobility (change of institution where particular person is
employed), between sectors (working in many different
environment, especially in academic and business) and
designing (participation in many different projects and
research teams);
“competition”, is an universal stimulating factor rising
quality and limiting costs.
“efficiency”, limited financial means and increasingly
competitive condition of academy working demands
increasing the efficiency of resource management and
better organization of academy; upcoming demographic
collapse can menace failure many academies, the
improvement should come before it will advent; the
management of the polish public academies has to become
more effective inter alia by using experience and the best
habits from foreign academies;
Literature:
1. Fulan M., Odpowiedzialne i skuteczne kierowanie szkołą,
Warszawa 2006.
2. Goriszowski W., Współczesne koncepcje s zarządzania
i funkcji kierowniczych w oświacie, Wydawnictwo Wyższej
Szkoły Pedagogicznej Towarzystwa Wiedzy Powszechnej,
Warszawa 2000.
3. Kaczmarek B., Sikorski Cz., Podstawy zarządzania, PWN,
Warszawa 1997.
4. Karolczuk-Kędzierska M. (red.), Encyklopedia podręczna,
Kraków 2002.
5. Komorowski T., Prawo oświatowe w praktyce, Wyd. Empi,
Poznań 2003.
6. Kurzynowski A. (red. nauk.) Polityka społeczna, globalna
i lokalna, Warszawa 1999.
7. Michoń F., Organizacja i kierowanie w przedsiębiorstwie,
KiW, Warszawa 1981.
8. Misja, wizja i cele strategiczne szkolnictwa wyższego
w Polsce w perspektywie 2020 roku, Raport cząstkowy.
9. Piwowar - Sulej K., Zarządzanie personelem nauczycielskim
w oświacie, WoltersKluwer Polska Sp. z o.o. Warszawa 2009.
10. Pomykało W.(red. nauk.), Encyklopedia pedagogiczna,
Fundacja Innowacja, Warszawa 1993.
11. Świderska G., Rachunek kosztów i rachunkowość zarządcza,
wyd. Stowarzyszenie Księgowych w Polsce.
12. Ustawa Prawo o szkolnictwie wyższym, art. 94
F. Michoń , Organizacja i kierowanie w przedsiębiorstwie, KiW, Warszawa 1981, s.
23
11
W. Goriszowski, Współczesne koncepcje..., op. cit., s. 26
12
Misja, wizja i cele strategiczne szkolnictwa wyższego w Polsce w perspektywie 2020
roku, Raport cząstkowy.
13
j. w., s. 7-11
10
A. Kurzynowski (red. nauk.) Polityka społeczna, globalna i lokalna, Warszawa
1999, s. 234
15
M. Fulan, Odpowiedzialne i skuteczne kierowanie szkołą, Warszawa 2006, s. 17
16
K. Piwowar - Sulej, Zarządzanie personelem nauczycielskim w oświacie,
WoltersKluwer Polska Sp. z o.o. Warszawa 2009, s. 22
14
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JOURNAL OF INTERDISCIPLINARY RESEARCH
AD ALTA
13. Ustawa z dnia 30 czerwca 2005r. o finansach publicznych,
Dz. U. nr 249, poz. 2104 z zmianami, art. 4.
14. Ustawa z dnia 30 kwietnia 2010r. o zasadach finansowania
nauki, Dz. U. nr 96, poz. 615.
Primary Paper Section: A
Secondary Paper Section: AE
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